Similar Search Results

Werther, William B. - In: Employee Relations 7 (1985) 1, pp. 10-16

The Ford Motor Company is undergoing an evolutionary change in its corporate culture and operating procedures, hoping to transform itself into a twenty‐first century organisation capable of competing around the globe with other world‐class producers. Beset with simultaneous strategic,...

Persistent link: https://www.econbiz.de/10014731776

The Legalities of Employee Discharge: A Growing Need for Management Development

Bohlander, George W. - In: Employee Relations 8 (1986) 4, pp. 5-10

During the past few years a movement has begun in the USA towards passing laws that would require the discharge of …

Persistent link: https://www.econbiz.de/10014731806

4. Researching the New Industrial Relations

Wood, Stephen - In: Employee Relations 8 (1986) 5, pp. 23-30

USA are a decline in union membership, the declining role of bargaining and a corresponding decrease in its scope; the …

Persistent link: https://www.econbiz.de/10014731813

Statutory Recognition Provisions: Some Lessons for Britain from Abroad?

Beaumont, P.B.; Townley, B. - In: Employee Relations 9 (1987) 6, pp. 9-12

Statutory union recognition provisions operated in Britain for most of the last decade. More recently, there has been a renewed interest in them in the UK, leading to this review of experience in other countries to see if anything could be learnt from elsewhere. The position of the US and Canada...

Persistent link: https://www.econbiz.de/10014731842

Variation in career and workplace attitudes by generation, gender, and culture differences in career perceptions in the United States and China

Yi, Xiang; Ribbens, Barbara; Fu, Linna; Cheng, Weibo - In: Employee Relations 37 (2015) 1, pp. 66-82

questionnaires were administered to employees and managers in China, whereas in the USA, faculty, staff and students at a Midwestern … and generations in the USA and China. Most benefit will occur for US based multinational companies that have Chinese …

Persistent link: https://www.econbiz.de/10014731958

Collective Bargaining under Pressure: A Canada‐US Comparison

Adams, Roy J. - In: Employee Relations 12 (1990) 2, pp. 33-39

Similarities and differences between Canadian and US labour relations systems are explored. In the US, employers have, with government indulgence, retreated from their commitment to collective bargaining, whereas Canadian employers, under government pressure, have generally continued to respect...

Persistent link: https://www.econbiz.de/10014732686

Union avoidance and foreign direct investment in the USA

Cooke, William N. - In: Employee Relations 23 (2001) 6, pp. 558-580

The USA is not only the largest foreign direct investor country in the world, it is also host to the largest inflow of … USA. Also lacking in the literature is any analysis of the extent to which foreign‐owned affiliates have engaged in union … avoidance in the USA as part of their investment and human resource management/labor relations strategies. This study first …

Persistent link: https://www.econbiz.de/10014732703

Going beyond hiring, firing and compensation

In: Human Resource Management International Digest 10 (2002) 1, pp. 4-6

In today’s highly competitive business environment, all functions in an organization are increasingly expected to justify their existence by the contribution they make to that organization’s competitive advantage. This is especially true for administrative functions: traditional perceptions...

Persistent link: https://www.econbiz.de/10014751807

Transforming Boeing: the knowledge to take flight

In: Human Resource Management International Digest 11 (2003) 6, pp. 29-31

How often have individuals vowed to change their ways, stop, reflect and start over? Large corporations too often face the starker situation of evolve or die – few can do so. Boeing has proved itself one of the global leaders in knowledge management. Given the pressures and increasing strains...

Persistent link: https://www.econbiz.de/10014751888

Why do truck drivers speed away from the company?

In: Human Resource Management International Digest 11 (2003) 7, pp. 32-33

Around half of drivers with US trucking firms leave their jobs within three months of starting work. With employment in the US trucking industry increasing much faster than the country’s total employment growth, and despite a recent slowdown of the US economy, why are companies finding it so...

Persistent link: https://www.econbiz.de/10014751901